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Others have demonstrated that traditional applications of the Brogden-Cronbach-Gleser (BCG) selection utility formula are deficient in responding to the financial context of managerial decisions (Boudreau, 1983a, 1983b; Cronshaw & Alexander, 1985, 1991). We demonstrate that traditional estimates of selection utility also fail to reflect the strategic context faced by managerial decision makers. We modify the traditional BCG model to yield an estimate of total utility derived from human resources ( Utotal ) that can be directly compared to firms' strategic need at a particular point in time ( Utarget )-Further, we demonstrate that, while strategic need is rarely constant over time, the capacity of a selection system to meet that need is also likely to change as rxy and SDy change over time. Re-examination of what is important to strategic human resource decision makers (selection utility vs. total utility and strategic need) and changing selection system contributions over time yields a more realistic view of how firms benefit from personnel selection. 相似文献
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Creative Problem Solving (CPS), a well‐documented methodology for developing creative‐thinking skills, has often been the focus of studies that have examined the impact of creativity training. The purpose of the present study was to extend this line of research in two ways. The first objective was to evaluate participants' reactions to specific elements of a CPS course. Here participants were asked to rate the CPS components, stages, principles, and tools for enjoyment and future value. The second objective was to examine whether participants' reactions to the CPS training varied in accordance to their cognitive style preferences. The inventory used to measure cognitive style is called FourSight. FourSight identifies respondents' preferences in terms of four key elements of the creative process: problem identification (i.e., Clarifier), idea generation (i.e., Ideator), solution development (i.e., Developer), and implementation (i.e., Implementer). Eighty‐four participants were enrolled in various graduate and undergraduate courses in CPS. Participants completed FourSight at the beginning of their respective course and at the conclusion they responded to a survey in which they evaluated various aspects of CPS for enjoyment and value. Overall evaluation of the CPS courses indicated that participants associated the greatest enjoyment and future value with tools, principles, and stages that were primarily orientated towards divergent thinking. Analysis of participants' reactions in light of their FourSight preferences revealed two distinct types of reactions to the course content. One form of response was labeled true‐to‐type, for example, individuals who expressed high Clarifier preferences found learning the Gather Data stage of CPS to be more enjoyable than those with low Clarifier preferences. The second type of reaction was referred to as a complementary relationship. This type of relationship between the course and the participant's style seemed to indicate a desire to develop a skill that is perhaps outside of one's style preference. For example, participants with strong Ideator preferences were more likely to associate higher levels of future value with the Prepare for Action component of the CPS process. The implications of these and other findings are discussed. 相似文献
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RUSSELL B. GOODMAN 《Midwest Studies In Philosophy》2004,28(1):137-148
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Although prior literature has emphasized marketplace participants' co-construction mostly in terms of symbolic, oral, or emotional aspects of a consumption experience, there has not been much attention paid to potential concerns around success, failure, strategies, risk, dependence, and competition involved. This article, by building on the existing body of research, introduces the notion of performancescapes to better understand these issues as they relate to participant performances in the co-construction of marketplace experiences. Performances have the character of being an accomplishment involving an interactive quality and an element of risk. Accordingly, highlighting competencies and effectiveness rather than just the meaning enables us to concentrate on issues of success, failure, and risk. Furthermore, it is not uncommon to examine the marketer side of marketplace performances, but the customer side is generally neglected or assumed to be more passive. In this paper, we explore some of the ways through which service providers and clients participate in a marketplace stage as a performancescape in order to have a successful co-constructed performance. We further maintain that the performative competencies of consumers can be as significant as that of marketers or service providers. Copyright © 2013 John Wiley & Sons, Ltd. 相似文献
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D. LANCE FERRIS CHRISTOPHER R. ROSEN RUSSELL E. JOHNSON DOUGLAS J. BROWN STEPHEN D. RISAVY DANIEL HELLER 《Personnel Psychology》2011,64(1):137-161
Core self‐evaluations (CSE) represent a new personality construct that, despite an accumulation of evidence regarding its predictive validity, provokes debate regarding the fundamental approach or avoidance nature of the construct. This set of studies sought to clarify the approach/avoidance nature of CSE by examining its relation with approach/avoidance personality traits and motivation constructs (Study 1); we subsequently examined approach/avoidance motivational mechanisms as mediators of the relation between CSE and job performance (Study 2). Overall, the studies demonstrate that CSE is best conceptualized as representing both (high) approach tendencies and (low) avoidance tendencies; implications of these findings for CSE theory are discussed. 相似文献
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To alleviate the negative effects of workplace unfairness and resulting conflict, organizations can take remedial action to atone for a perceived injustice. We argue that the effectiveness of organizational remedies may depend on the match between type of injustice perceived and type of remedy offered. Specifically, based on the multiple needs model of justice ( Cropanzano, Byrne, Bobocel, & Rupp, 2001 ), we expect procedural injustice to be particularly associated with preference for instrumental remedies that address the need for control. On the other hand, interactional injustice should be particularly associated with preference for punitive remedies that address the need for meaning. Confirming this hypothesis, a field study involving recently terminated employees found that procedural injustice was positively associated with preference for an instrumental remedy (monetary compensation) and interactional injustice was positively associated with preference for a punitive remedy (disciplinary action against those involved in the termination). Further supporting the hypothesis, a laboratory experiment manipulating the unfairness of performance feedback found greater preference for an instrumental remedy relative to a punitive remedy following a procedural injustice than following an interactional injustice. In discussing these results, we present a taxonomy of organizational remedies as they relate to the multiple needs model of justice. Practical implications are discussed. 相似文献